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Building the network as a platform for integrated solutions and service innovations in the transition to the next generation of telecommunications: the case of BT

机译:构建网络作为向下一代电信过渡的集成解决方案和服务创新的平台:BT的案例

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摘要

This thesis investigates the development of capabilities by incumbent telecommunications operators in the context of the transition to the Next Generation Network (NGN). In particular, it examines the case of BT in the UK, as a large-scale first mover in this transition. The research is based on recent developments in the telecommunications industry, and the empirical evidence was obtained through documentary analysis and a large number of interviews. Using the resource-based view (RBV) as a foundation, the wider theoretical contribution of this thesis lies in the proposition that integrated solutions are constructed through the combination of platform strategy, project business and service innovation. A unique contribution is to consider the customer/user perspective, as the traditional literature on integrated solutions relies heavily on the supplier perspective. Another specific contribution is in the integration of two aspects of the platform strategy that are usually treated separately in the literature: (i) the reusability of components and subsystems; and (ii) the openness of the platform to external actors in order to drive innovation in the industry. The empirical evidence points to the development of the following approaches by BT: (i) the deployment of the network as a platform, integrating both aspects mentioned above; (ii) the adoption of a customer-centric approach which resulted in the establishment of a new business unit, BT Global Services (BTGS), that required the development of stronger capabilities in integrated solutions, especially in professional services (i.e. consultancy, project management and systems integration); (iii) the use of the term ‘open innovation’ as a management injunction within BT in order to coordinate several initiatives which bring together internal and external collaborators and resources to innovate in services. The above approaches, however, have not changed BT’s core capability in the provision of network/infrastructure services. The challenge is to connect BT’s platform to their customers’ networks and to shape long-term relationships to enhance the profitability of the integrated solutions. Finally, the findings suggest that the platform and customercentric strategies may not be enough (or even be the right ones) for the survival and growth in the long-term future of BT in the telecommunications industry. This is evidenced by the recent failure (as of 2008) of BTGS to provide professional services profitably.
机译:本文研究了在过渡到下一代网络(NGN)的背景下,现有电信运营商的能力发展。特别是,它考察了英国电信在这种过渡中作为大规模先行者的情况。该研究基于电信行业的最新发展,并且通过文献分析和大量访谈获得了经验证据。以资源为基础的观点(RBV)为基础,本文的广泛理论贡献在于提出了通过平台战略,项目业务和服务创新相结合来构建集成解决方案的主张。一个独特的贡献是考虑了客户/用户的观点,因为有关集成解决方案的传统文献在很大程度上依赖于供应商的观点。另一个具体的贡献是集成了平台策略的两个方面,在文献中通常将它们分开处理:(i)组件和子系统的可重用性; (ii)平台向外部参与者开放,以推动行业创新。经验证据表明,英国电信正在开发以下方法:(i)将网络部署为平台,并结合上述两个方面; (ii)采用以客户为中心的方法,导致建立了一个新的业务部门,即BT全球服务(BTGS),这要求开发出更强大的集成解决方案能力,尤其是专业服务(例如,咨询,项目管理)和系统集成); (iii)使用“开放式创新”一词作为英国电信内部的管理禁令,以协调将内部和外部合作者以及资源进行服务创新的多项举措。但是,以上方法并未改变BT在提供网络/基础设施服务方面的核心能力。挑战在于将BT的平台连接到其客户的网络,并建立长期合作关系以提高集成解决方案的盈利能力。最后,研究结果表明,平台和以客户为中心的策略可能不足以(甚至是正确的策略)对于电信行业中BT的长远未来的生存和增长。 BTGS最近(截至2008年)未能提供有利可图的专业服务证明了这一点。

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